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PROJECT REPORT ON

STUDY OF ROLE OF HRMANAGER

IN HINDUSTAN TIMES

SUBMITTED IN THE PARTIAL FULLFILLMENTOF THE REQUIREMENT OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATIONFROMPUNJAB TECHNICAL UNIVERSITY, PUNJAB

SUBMITTED BY:

SHILPI CHAUDHARY

Roll. No. 10208610116

SUBMITTED TO:PTU

STUDY CENTER : MICI MEERUT

PUNJAB TECHNICAL UNIVERSITY


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ACKNOWLEDGEMENT

With regard to my Project with Hindustan Time. I would like to thank each and every one

who offered help, guideline and support whenever required.

First and foremost I would like to express gratitude to HR Manager and other

staffs for their support and guidance in the Project work. I am extremely grateful to my

guide, Mr. Aman Sabharwal (HOD) MICI for their valuable guidance and timely

suggestions.

Shilpi Chaudhary


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DECLARATION

I Shilpi chaudhary hereby declare that the project work entitled Study of Roleof HR Manager at Hindustan Times undertaken by me, is the result of my own efforts

and the same has not been previously submitted to any Examination.

.

DATE: SignaturePLACE: - Meerut


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INDUSTRY PROFILE

A Brief on Newspaper Industry

Press is the fourth estate the other three being the legislative and the judiciary. It

owes its emergence following long struggle between the disputes and people for

establishment of democracy and representative institutions. The press is supposed to play

crucial role of a watchdog to see that, the foreside in situation functions fairly within the

constitution of framework and serve the people of whose they were created.

The newspaper can initially be defined as a written means of conveying current

information. This means that the first organized attempt to provide such a service occurred in

ancient Rome. Where newsletters conveyed what was going in the capital to the father reach

of the Roman Empire.

According to the survey of world association newspaper yomiuri shim bun a

Japans news paper stands in rank 1in Worlds 100 largest news paper. The circulation of

yomiuri shin bunis nearly about 1.4 crores. There are 15 Indian newspapers in the least.

Table no. 1.2.1worlds biggest newspaper by circulation

NEWSPAPER COUNTRY

CIRCULATION

(THOUSANDS) LANGUAGE OWNER

1YOMIURI

SHIMBUN Japan 14,067 Japanese

YomiuriShimbun

Group

8THE TIMES

OF India India 3,146 EnglishBCCL

32 THE HINDU India 1,272 EnglishKasseri &Sons Ltd.


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Source: Wikipedia.com, list of 100 top circulation newspapers

The United States newspaper publishing industry was $59 billion. Industry was

employing approximately 356,000, according to the Newspaper Association of America and

the U.S. Department of Labor. Now the news paper industry of developed countries like

USA, UK, and Canada is declining. However the industry is growing at around 20% in Asia.

In Asia due to 3 reasons industry is growing

Increase in the literacy rate. Overall Economic growth in India and China. The reach of the news paper in the rural market.

Indian newspapers are the cheapest in the world. Newspaper companies in India came

to be projected as public service institutions after independence. However, in the late 1980s,

they became just another fast moving consumer commodity. The companies started

aggressive marketing and promotional strategies to increase circulation and readership. The

industry witnessed tough competition both regionally and nationally. In 1999, the top 10

newspapers accounted for about 90% of the readership and the top two made 90% of the

profits. There was fierce competition for the advertising rupee by late 1990s; electronic

media like television had made a dent into the print media revenues. Print media was facing

a squeeze due to the increasing popularity of television-initially colour television and then

satellite television.


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MICHAEL PORTERS FIVE FORCES MODAL

1. BARGAINING POWER OF BUYERSa) Importance of Buyers and Size of Each Order: For, Newspaper Company (1)

vendor is a first customer (2) readers are second customer. Vendors have fix

commission with company so they do not have bargaining power of buyer in their

hand. Readers also do not have a bargaining power. But big organization has

bargaining power in their hand. Example when we went to tie up with organizations,

organizations were negotiating with prices and no. of copies.

b)Switching Cost and Price Sensitivity: The individual does not have bargainingpower in his hand but an organization has example- we went to institute for tie-up

they were negotiating with not only with prices and volume but also with good

commissions, otherwise they are going to tie-up with other companies. In this,

Vendors are also playing a major role. If they get good commission from other

newspapers then they are going to deliver those newspapers. As before The Times of

India had a price of one rupee so Vendorwala was getting 33 paisa commission (33%

of price) if he deliver it to reader, But if he sell it to Raddiwala than he is going to

get more profit than deliver it to reader. So he will sell fresh newspaper to

Raddiwala. Otherwise he will deliver other English newspapers to get good

commission (1 rupee).

c) Differentiations Of Product: Every newspaper companies are different from eachothers, like The Times of India is a premium brand one who started as a first

English newspaper in India, friendly nature with the customers and takes opinion

from customers, deliver life trend of Ahmedabad, property news and career news.

This type of news is not delivered by any other newspapers.


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2. COMPETATIVE RIVALRY AMONG FIRMSa) Switching Cost: Switching cost of one English newspaper to another newspaper is

very low so people can easily switch over from one company to another. Eg:- Price

of The Hindu and Business Standard newspapers are around Rs. 3 to 4 and cost of

The Times of India is around Rs. 2, So readers can easily switch over from any

newspaper to The Times of India. But when DNA was launched, people were

switching over from other English newspaper to DNA. So The Times of India

launched Ahmedabad mirror to compete with DNA so that exiting readers do not

switch over because of price.

b) Exit Barrier: There is a free exit in this industry. c) Customer Loyalty: Every company wants to make loyal customer to their company.

In this TOI is pioneer in gaining customer loyality.

3. THREAT OF SUBSTITUTESa) Substitutes Performances: Substitutes of the newspaper industry are magazines,

local area newspapers, T.V., Radio, internet because of improvement in technology.

People like to give advertisements on internet, T.V., radio etc. All new media or

electronic media formats deliver the news faster than printed newspapers. So

they are the main threats of newspaper industry.

b)Price Performance Alternatives: Getting news from internet, T.V. radio at free of

cost or low cost.

c) Buyers Psyche Toward The Product: Buyers may think like- I do not have time toread newspapers, I am getting same news at internet, Newspaper just fill their space

by any ordinary news.

4.

BARGAINING POWER OF SUPPLIER


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a) Size of Supplier: Main supplier of this industry is paper manufacture companies.Most of the newspaper companies of India are customers of USA paper companies.

There are limited companies that make paper for Newspaper Company, so the rates

are not competitive.

b) Importance of Buyer to Supplier: Every supplier company wants to make closerelationship with buyers who are regular customers of their product. If Newspaper

Company is giving large order regularly they will make good relationship with them

and will do less bargaining. Like in case of TOI and The Hindu, same paper

manufacturing company will do less bargaining with TOI than The Hindu

newspaper because TOI have more circulation than The Hindu newspaper.

c) Extension Of substitute Of Product: As technology increases day by day and thisbecomes a main threat for newspaper industry. Internet and mobile are biggest

substitute of newspaper. They are giving tough competition to newspaper industry by

giving information to reader at no cost.

5. THREATS OF NEW ENTRYa) Economics Of Scale: If any new firm wants to enter in this market then they need

high investment or more capital and maximum support from advertisers. To achieve

economies of scale they need maximum no. of readers. Domestic player cannot

achieve scale of economies very easily because there is not only tough competition

among companies but also a lot of substitutes available in market like radio, T.V etc.


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Hindustan Times

Vice-Chairperson and Editorial Director: Shobhana Bhatia

Advisory Editorial Director: Vir Sanghvi

Editor-in-Chief: Chaitanya Kalbag

CEO HT Media Ltd: Rajiv Verma

Group Editor: Mrinal Pande

Hindustan Times commonly called as "HT" was founded in 1924 by Master

Sunder Singh Lyallpuri, the founder-father of the Akali Movement and the

Shiromani Akali Dal in Punjab. Master Sunder Sigh Lyallpuri started the

newspaper with contributions from USA, Canada and locals from the Lyallpur

District.


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HT today has become a leading newspaper in India. Because of the authenticity

of its news, the newspaper has become a market leader for English papers in

north India. The newspaper has been working non- stop since the Indian

independence movement. Prominent faces like Devdas Gandhi and Khushwant

Singh have at times edited the paper.

Hindustan Times has proved its nation wide reach in India. Leadership through

quality and innovation is the hallmark of the Hindustan Times Limited. The

paper issues simultaneous editions from New Delhi, Mumbai, Lucknow, Patna

and Kolkata. It is also printed from Bhopal, Chandigarh, Jaipur and Ranchi.

HT has also come up with India's first youth daily called as HT Next in 2004.

The Mumbai HT edition was launched on 14th July 2005. However, the print

location of Jaipur HT was discontinued from June 2006. Recently HT has

launched a national business newspaper called Mint, with an agreement with

Wall Street Journal to publish Journal branded news and information in India.

Over seven decades the organization has been a major force in the print media.

The Hindustan Times Ltd. plans to consolidate itself as a vibrant and modern

media powerhouse through strategic partnerships, ever-increasing scope of

operations and a consumer focused approach.


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The Times of IndiaDirector: A. P. Parigi

Director: Sumir Chadha

Managing Director & Chief Executive Officer: Dinesh Wadhawan

Chairman: Vineet Jain

Chief Editor: Rajesh Karla


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Owned and managed by Bennett, Coleman & Co. Ltd., the Times of India also

known as TOI is one of India's leading English daily newspapers. TOI group

has 45 dailies and periodicals in 3 languages and 108 editions from 9 centers

across the country and a combined readership of over 40 million.

Started 170 years ago, the paper has earned credentials for its authentic and up

to date news publications. India's largest media group, Bennett, Coleman & Co.

Ltd, along with this newspaper also publishes Economic Times", "Mumbai

Mirror", the "Navbharat Times" and "Maharashtra Times". In January 2007,

the Kannada edition of the paper was launched in Karnataka's capital

Bangalore. The Times of India has its daily editions from New Delhi, Mumbai,

Kolkata, Lucknow, Ahmadabad, Pune, Nagpur, Chandigarh, Patna, Hyderabad,

Bangalore and Mangalore.

Recently Times group has launched a controversial new business initiative,

called "Private Treaties." It offers to take an equity stake in a company in

exchange for advertising.


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THEORETICAL STUDY

Mahatma Gandhi performed the inaugural ceremony of the newspaper on

September 15, 1924. First issue of the newspaper was published from Naya

Bazaar, Delhi which carried write-ups of C. F. Andrews, St. Nihal Singh,

Maulana Mohammad Ali, Dr. C. R. Reddy, T. L. Vaswani, Ruchi Ram Sahni,

Bernard Haton, Harinder Nath Chattopadhyaya, Dr Kichlu, Rubi Watson and

many other prominent writers of that time.

Master Sunder Singh Lyallpuri was the Managing Chairman and Chief Patron

of the newspaper himself. K. M. Panikkar was the first Editor of the newspaper,

while Devdas Gandhi (son of Mahatma Gandhi) was also on the panel of

editors. Chanchal Singh (Jandiala, Jullundur) and S Mangal Singh Gill

(Tesildar) were appointed as in charge of the newspaper. Pandit Madan Mohan

Malayia and Master Tara Singh were some of the prominent members of the

Managing Committee.

Ownership of Hindustan Times


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Owned by HT Media Ltd., Hindustan Times is part of the India's famous KK

Birla group and currently managed by Shobhana Bhatia, granddaughter of GD

Birla. At present the KK Birla group owns 69 per cent stake in HT Media Ltd,

currently valued at Rs 834 crore. Shobana Bhatia joined Hindustan Times in the

year 1986. At the time of joining HT, she was the first woman chief executive

of a national newspaper.

Hindustan Times Supplements

HT Brunch: HT Brunch is a 28 page magazine containing stories andsnippets from lifestyle to travel. It comes every Sunday.

HT Power jobs: This supplement is dedicated to careers withinformation on everything from job listings to career counseling. It comes

every Tuesday.

HT Premiere: HT Premiere comes every Thursday containing items onentertainment covering Hollywood and Bollywood.

HT Horizon: A career related supplement, HT Horizon comes everyWednesday.

HT Estates: Contains real estate and property related features andcirculated on Saturdays.

HT Sister Publications


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Mint- An English Business Daily Hindustan - a Hindi Daily published from Delhi, Lucknow and Patna. Nandan - Monthly Children's magazine Kadambani - Monthly literary magazine

HT Circulation

Based on the readership survey of 14.49 million readers, HT has a combined

circulation of 2.25 million copies everyday including Hindustan Times

(English) and Hindustan (Hindi). Due to huge circulation, HT enjoys strong

brand recognition among readers and advertisers as well.

Awards and Recognitions

Over the years Hindustan Times has won several national awards and earned

certificates of recognitions. Hindustan Times has a good track record at the

IFRA and has won several awards this year as well.

HT Group in Electronic Media

HT Media Ltd has ventured into electronic media through its subsidiary HT

Music and Entertainment Company Ltd. The company has entered into the FM

radio market in major Indian cities through a consulting partnership with Virgin


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Radio. The radio channel, Fever 104 is currently available in the cities of Delhi

and Mumbai.

HT Events

HT Media group annually organizes a Luxury Conference and also a Leadership

Summit in Delhi. The Luxury conference had been attended by featured

speakers like designer Diane Von Furstenberg, shoemaker Christian Louboutin,

Gucci CEO Robert Polet and Cartier MD Patrick Normand. While in

Leadership Summit, prominent leaders of the country and foreign countries

participate.

HT Media Ltd Annual Revenue

In 2007 HT Media group reported annual revenue of $245 million. For the fiscal

third quarter ended December 31, 2007, the media group reported a 13%

increase in revenue to $82 million and a 10% increase of profit after tax (PAT)

to $9 million from the year-ago quarter.

Hindustan Times in Internet

HT's Internet business, under the hindustantimes.com portal, is primarily a news

website with 2 million unique visitors and 100 million page views per month,

with a significant number of visitors coming from outside India.

MARKETING STRATEGY OF HT


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Personal Contact Campaign (PCC) or Direct Marketing:It also referred to as direct marketing because the Marketing Research

Executives (MRE) of HT directly approached the customer by making a visit at

a place convenient to the latter; usually theyre home, carrying along with them

a questionnaire consisting a set of questions with multiple answers to take the

customers opinion.

The MREs went door to door and checked whether the product is acceptable by

the customer or it required changes. The campaign saved a lot of time, money

and resources of the company. Since they took up this PCC pre launch of HT,

they were able to determine if any changes were required before the launch of

HT.

Hindustan Times was the only player in the history of Mumbai industry to come

up with such campaign, followed by DNA and then, even by the TIMES. This

campaign was widely accepted by people of Mumbai. HT took to this campaign

in Delhi for the last ten years and is still continuing.


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HT Took To Direct Marketing due to the following reasons:

To ensure HT reaches its right customers faster than its competitors. What HT wanted to portray was directly communicated to the masses. Vendors couldnt be relied upon completely when it came to promoting

the product effectively.

Therere focus was to establish themselves in the identified marketquickly and effortlessly.

The right way to get to customer was through a trained team. Indirect Marketing:

HT along with direct marketing also gave emphasis on indirect marketing. HT

took up indirect marketing because:

Customers are well known to the medium. Customers quite often purchase on the basis of Word-of-mouth i.e. from a

reliable source.

Promotion is done through a medium. Saves time, money and resources. In direct marketing, it was difficult to reach each and every customer. Customer may not like MREs approaching them directly.

HT marketed themselves INDIRECTLY in the following ways:

VENDORS


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Vendors say is given great importance as he is one of the reliable sources for

the customer.

CITIBANK OFFERCitibank credit card holders can avail HT at a much lower price. However it

was for limited period.

NICHE MARKETINGHT caters to small segment of the market called SEC A -1 in Mumbai. A-1

denotes the uppermost socio-economic class. Such a target where only a small

segment is targeted is referred to as Niche marketing.

The plan was to initially target the upper class till the mass became aware of the

product & later move to other segments, which are more price sensitive.


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PRICING OF HT

HTs pricing strategy was a unique and mind blowing one. It was their price

that made many TIMES customers switch to HT. They priced their paper in

such a way that other paper could only dream of. HT initially carried out a

research to find out what prices customers would pay for English daily. The

answers were

50 % -----------> RS 4

45% ------------= RS 4

5% -------------< RS 4

HT took this as a base and boiled down to a price which stunned the nation and

above all, their competitor TIMES. The offer was:

HINDUSTAN TIMES AT LESS THAN Re.1

AT YOUR DOOR STEP

And so with the grand price, launch and opening the king made its entry in

Mumbai market on July, 14th 2005!!!! Their entry was noted world wide, above

all by their competitors, TIMES .TIMES felt threatened and they indeed had to

wake up from their relaxing chairs so as to retain their numerouno position.

HT MINT (WALL STREET JOURNAL NOW WITH HT)


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HT Media LTD has associated themselves with Wall Street Journal, the worlds

largest business newspaper. HT is offering this new paper under a subscription

of

1 year, RS 299

i.e. 311copies for 1 year at less than Re.1 per day

AND

A 30 day free subscription to WSJ.com

There are 5 reasons as to why one must read this paper:

Reading no longer is a chore Translate news to knowledge and knowledge to understanding in a

succinct and insightful manner, so that you are in control.

HTs partnership with Wall Mart journal enables the paper to tap 1800news to bring international news to its customer.

Designed to compliment your lifestyle, being available in differentformats-prints and web.

Backed by an outstanding editorial team, whose vast experience ensuresyou get clear, crisp and relevant information at your desktop


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History of TOI

The Times of India came into being on November 3, 1838 and was known as

"The Bombay Times and Journal of Commerce". Initially the paper served only

the British residents of western India. Published twice a week on every Saturday

and Wednesday, The Bombay Times and Journal of Commerce contained news

from Europe, America and the sub- continent and was circulated between India

and Europe via regular steamships. From the year 1850 the daily editions of the

paper were started and the newspaper got its present name in 1861.

In the 19th century, the company employed over 800 people and had a good

circulation in India and Europe. The Times of India was originally British-

owned and controlled. Ivor S. Jehu was its last British editor, who left the

editorship in 1950. After India's Independence in 1947, the ownership of the

paper was passed on to the industrial family of Dalmiyas and later it was over

by Sahu Shanti Prasad Jain of the Sahu Jain group from Bijnore of Uttar

Pradesh.

TOI Circulation

The newspaper has the widest circulation among all English-language

broadsheets with about 2.6 million daily paid copies. In the year 2005, the

newspaper reported that (with a daily circulation of more than 2.4 million) it


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was certified by the Audit Bureau of Circulations as the world's largest selling

English broadsheet newspaper.

TOI Sister Publications

Economic Times - A Financial daily Navhbharat Times - Hindi Daily Newspaper Maharashtra Times - Marathi Daily Newspaper Mumbai Mirror - Morning newspaper from Mumbai Femina - Women's magazine published in association with BBC Film fare - English Film Magazine published in association with BBC

TOI Supplements

The Times of India comes with several city-specific supplements, such as Delhi

Times, Bombay Times, Lucknow Times, and Bangalore Times etc. These city

supplements carry entertainment news, gossips, page3 party news, photographs

and other lifestyle related happenings in metros and big cities.

Times Group in Merchandise

Planet M: Times Retail with Planet M outlets offer merchandise from music to

designer Other major supplements of TOI include:


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Times Wellness: Carries health related news and provides solution ofyour grievances by experts.

Education Times: Weekly supplement focused towards students and actsas a counselor and advisor for student community.

Times Ascent: A weekly supplement, it seeks to introduce moreunderstanding of Human Resources and corporate life related stories.

Also carries the advertisements of various kinds of jobs in India and

abroad.

Times Drive: A supplement related to auto-mobiles and latestdevelopment in the industry.

Times Property: The weekly supplement has real estate and propertynews.

Times Life: Once in week carrying news about life of personalities andfamous people.

Times Classifieds: Carries advertisements regarding jobs, buy and sell ofitems etc.

Times Matrimonial: Feature marriage advertisement of boys and girlslooking for match.

Rouge: A weekly supplement Times en Vogue: A weekly supplement

TOI in Electronic Media

A 24 hour English news channel, TIMES NOW has been started couple of years

back by a joint venture between Reuters and the Times Group. The company


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also owns a lifestyle TV channel - Zoom and a radio channel - Radio Mirchi.

One of India's leading radio channel - Radio Mirchi is available in Delhi,

Mumbai and other important cities of India.

.Times Group Events

The Times group organizes a number of fairs and exhibitions time-to-time all

over the country. Times Utsav Consumer fairs, Times Ascent Job Fairs and

Education Events are the fair and exhibitions organized by the Times group.

The Times Group sponsors Miss World and Miss Universe events and played

host to a galaxy of stars at the Film fare Awards. The group also organizes The

Economic Times Awards for Corporate Excellence or the Brand Equity Quiz.

Times Group in Social Services

The philanthropic arm of the Times group, the Times Foundation, offers Non

Government Organizations, institutions & others organizations all over India, a

good platform to converge and address the country's developmental needs.

TOI in Internet

Times Group offers Internet services worldwide that covers everything from art

to airlines, knowledge events to telecom and integrated marketing. The site is

visited by millions of users from India and other countries of the world.

TIME'S MAJOR BRANDS


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The Times of India-India's (and the world's) largest broadsheet daily

The Economic Times-India's largest financial daily, and world's secondlargest after The Wall Street Journal

Navbharat Times-The largest Hindi Daily in Delhi and Mumbai Maharashtra Times-The largest Marathi Daily in Mumbai Mumbai Mirror-India's largest circulating compact newspaper Femina-A women's magazine Film fare-A film magazine Planet M-A music retailing brand Times Music-Music publishing including Hindi, Pop music,

devotional/spiritual music

Times Jobs-One of the fastest growing e-recruitment portals in India Radio Mirchi-A radio venture which mixes fun with social commitment

while providing entertainment

Times Television-The group's latest venture has an entertainmentchannel called Zoom and a news channel named Times News.

Times STRATEGIES

Move first, Move fast


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India times were founded with a simple belief- to create world class media

product and services. Their mission stems from the belief that consumer

experience is critical to their service.

Multiple tiesTeam India times strives to create multiple relationships with global India. To

do that India times commanders and strategists wear simple hats, think

disruption and reinvest themselves every week

Continuous innovationBeing in a dramatically changing business-the internet- amounts to: act

granular, think big. India times customers are just joining the digital revolution.

So, the company acts on its anticipation of its customers through meticulous

work, continuous innovation and consistency in quality.

Where Ideas liveAt India times ideas rarely die, because they vehemently believe in the freedom

to disagree. The company believes in keeping the floodgates of ideation open at

all times. They are not subsumed by it, they generously give every idea enough

gestation-time even if it means forking out time from their daily work.

Smart-sensing the future


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India times seeks to be a media mega mart that infotains the customer, creates

community value, delights the smart shopper, provides cutting-edge solutions to

the advertiser and believes in the magic of the idea.

TOIs Defensive Strategies

Months before Hindustan Times was launched in Mumbai, The Times of India

went on to a defensive mode and started a new compact newspaper, called

Mumbai Mirror. But it did not sell much, so ToI started distributing it free with

the main newspaper. Now for Rs 5, ToI reader gets more than 100 pages.

We always knew that there was space for a 2nd newspaper in Mumbai, and so

we started an alternative to broadsheets- a tabloid. By including Mumbai Mirror

with ToI, we are improving the price performance ratio of of our brand, says

Bhaskar Das, executive president of The Times of India Group. The Mirror is a

newspaper for the new generation, who want new-on-the-go like McD. Its for

the supersonic age where people want to scan news without going into too much

depth.

It is essentially a blockading strategy. You flood the reader with so much that

he/she doesnt feel the need for another newspaper. Their strategy was a

normal reader spends 20-25 minutes on newspapers. Do you think he/she will


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spend more time reading just because there are new newspapers? Apart from

Mumbai Mirror, a daily tabloid, ToI also launched Rouge and Culture Currie

The ToI readers are suddenly seeing a lot more news in a paper that once gave

news a back seat to fluff. They beefed up their coverage, went on massive

recruitment of journalists & media executives at high salaries, mopping up

manpower and making it more expensive for their competitors to recruit.


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ABOUT THE PROJECT

1.1 INTRODUCTION

An organization is made up of four resources, namely men, material, money and

machinery. Of these, the first one id living one, i.e. human resource and other

three are non-living i.e.non human. It is the human/people that make use of non

human resources. Hence, people are the most significant resources in an

organization. It is man who makes all the difference in organizations.

L.F.Urwick had remarked that business houses are made or broken in the long

run not by markets or capitals, patents or equipments, but by men. According

to Peter F.Drucker, man, of all the resources available to man, can grow and

develop.

The main objective of this chapter is to present a perspective for human capital

management in the Indian context. Accordingly the meaning, objectives, scope

and functions become the subject matter of this chapter.

Before we define HRM, it seems pertinent to first define the term human

resources. In common parlance, human resources mean people. OR Personnel

means the persons employed. Personnel management is the management of

people employed.

Organization may be a manufacturing firm, a business concern, an insurance

company, a governmental agency, social organizations, hospital, a university

and even families. It may be small or large, simple or complex. An Organization


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is a human grouping in which work is done for the accomplishment of some

specific goals, or missions.

1.2 MEANING & DEFINITION OF HUMAN RESOURCE

MANAGEMENT

1.2.1 Human Resource Management means:

The management of human resources is viewed as a system in which

participants seeks to attain both individuals of group goals.

If an analysis is made of this definition it will be seen that personnel

management involves procedures and practices through which human resources

are managed (i.e. organized and directed) towards the attainment of the

individual, social and organizational goals. By controlling and effectively using

manpower resources, management tries to produce goods and services for the

society.


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1.2.2 Definitions:

1.2.2a Human Resource Management involves all management decisions and

practices that directly affect or influence the people, or human resources, who

work for the Organization. An organizations employees enable an Organization

to achieve its goals, and the management of these human resources is critical to

an organizations success.

1.2.2b According to Process Systems View Human Resource Management

means:

Human Resource Management is the systematic planning, development, and

control of a network of inter related process affecting and involving all

members of an Organization.

Key Terms used in this definition:

Process: Process is an identifiable flow of interrelated events moving towards

some goal, consequence and end. An example of the human resource

management is the staffing process, a flow of events that results in the

continuous filling of positions within the Organization. These events include

such activities as recruiting applicants, making hiring decisions, and managing

career transitions such as transfers and promotions.

Flow: Flow implies movement through time and in the direction of a result;Inter-related: implies interaction within the process and between events;Goal and Consequence (Purpose): suggest a human objective;


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Events: are activities, happenings or change;End: implies some conclusion or consequence that may not necessarily be

sought or planned by man.

System: System is a particular set of procedures or devices designed to control

a process in a predictable way. For e.g. Staffing System of an Organization.

As a process it includes:

Human Resource Planning;Job and Work Design;Staffing;Training and Development;Performance Appraisal and Review;Compensation and Reward;Employee protection and representation;Organization Improvement.

1.2.2cHuman Resource Management is the planning, organizing, directing and

controlling of the procurement, development, compensation, integration,

maintenance and separation of human resources to the end that individual,

organizational and societal objectives are accomplished".

Edward Flippo


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This definition is a comprehensive and covers both the management functions

and the operative functions. The purpose of all these functions is to assist in the

accomplishment of basic objectives.

1.2.2 General Definition:

Personnel Management is the recruitment, selection, development, utilization

of and accommodation to human resources by organizations. The human

resources of an organization consists of all individuals regardless of their role,

who are engaged in any of the organizations activities.

1.3 Three aspects of Human Resource Management:

Welfare Aspect: concerned with working conditions and amenities such ascanteens, crches, housing, personal problems of workers, schools and

recreations;

Labor or Personnel Aspect: concerned with recruitment, placement ofemployees, remuneration, promotion, incentives, productivity etc.;

Industrial Relations Aspect: concerned with trade union negotiations,settlement of industrial disputes, joint consultation and collective bargaining.


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1.4 Difference between Personnel Management and Human Resource

Management

Table: 1

Dimensions PM HRM

Nature of relations Pluralist Unitarist or neo-unitarist

Perception of conflict Conflict is

institutionalized

Conflict is pathological

Contract Emphasis on compliance Beyond contract commitment

Role of procedures Rules dominated Culture and values dominated

Planning perspective Adhoc, reactive Integrated, proactive

Acceptability of

unions

Acceptable Non desirable

Level of trust Low High

Key relation Labour management Customer

Managements Role Transactional Transformational

Basis of job design Division of labour Teams

Key people PM/IR specialist Line people and general mangers

Skills acquisition Training and

Development

Learning Organization


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Reward Management Standardized job

evaluation

Performance related

1.5Characteristics of Human Resource Management

1. Human Resource Management is concerned with managing people at work.It covers all levels of personnel, including blue collared employees and white

collared employees;

2. It is concerned with employees, both as individuals as well as group;3. Human Resource Management is concerned with helping the employees to

develop their potentialities and capacities to the maximum possible extent,

so that they may derive great satisfaction from their jobs;

4. It is a major part of the general management function and has roots andbranches extending throughout and beyond each Organization;

5. Human Resource Management is of a continuous nature;6. Human Resource Management attempts at getting the willing co-operation

of the people for the attainment of the desired goals.


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HRM can be of full value to an Organization only when it is consistently

throughout out and applied at all levels and to all management functions; in

corporate policies, in the systems, procedures and in employment practices, etc.

this integrative aspect of HRM is, therefore, of vital importance.

Fig, 1

Employee

Relations

Industrial

Relations

HRM

Personnel

Administration


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1.6 Objectives of Human Resource Management

Objectives are pre-determined ends or goals at which individual or group

activity in an Organization is aimed. Objectives can be divided in to two parts:

1.6.1 Primary Objectives:

HRMs main goal is the creation of a workforce with the abilityand motivation to accomplish the basic organizational goals;

They relate to the satisfaction of the personal objectives of themembers of an Organization through monetary and non

monetary devices;

They relate to the satisfaction of community and socialobjectives, such as serving the customers honestly, promoting a

higher standard of living in the community, bringing comfort

and happiness to the society, protecting women and children

and providing for aged personnel;

To utilize human resource effectively;To establish and maintain a productive and self respecting

relationship among all members of an Organization;

To establish and maintain an adequate organizational structure; To bring about maximum individual development of the

members of an Organization;


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to maintain a high morale and better human relations inside anOrganization by sustaining and improving the conditions which

have been established so that employees may stick to their jobs

for a longer period;

1.6.2 Secondary Objectives:

The secondary objectives aim at achieving the primaryobjectives economically, efficiently and effectively.


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1.7 Functions of Human Resource Management

According to different authors HRM functions can be divided in to different

categories. Some of the categories are as follows:

1. General and Specific functions;2. Personnel administration and Industrial relations functions.3. Managerial and Operative functions

1.7.1 General and Specific functions:

General Functions:

To conduct personnel research;To assist in the programmes of personnel administration;To develop appraisal plans;To launch education and training programmes;To develop a competent work force;To establish and administer varied personnel services delegated to personnel

department.

Specific Functions:

Employment;Safety;Wage and salary;


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Benefit Schemes;Community relations andAdvice and counseling the employees.

1.7.2 Personnel Administration and Industrial Relations Functions:

Personnel Administration:

These functions relate to the function of managing people from the lower to the

upper level of the Organization and embraces policy determination as well as

implementation of policies by the personnel at the lower levels;

Industrial Relations Functions:

These functions relate to interactions between the management and the

representatives of the unions. Such functions involve all activities of employer

employee relationship, such as Organization of the union members, negotiations

of contracts, collective bargaining, grievance handling, disciplinary actions,

arbitration etc- the purpose of all these being to prevent conflict between two

parties.


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1.7.3 Managerial and Operative Functions;

Managerial Functions:

Management is Personnel administration. It is the development of the people

and not the direction of the things. Managing people is the heart and essence of

being a manager. Thus, a Human Resource Manager is a manager and as such

he performs the basic functions of management.

Feedback of significant deviations from planned performance

(Managerial Functions)

Inputs

Human and

Economic

Resources

interactin

Planning

Determination

of short to

long range

lans to

Organizing

Development

of the Orgn.

Structure

accordin to

Directing

Stimulation

and

motivation of

Or anization

Controlling

Assurance that

directed action

is taking place

accordin to

Outputs

Goods and

services needed

by the

or anization


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Fig: 2

Operative Functions:

These functions are concerned with the activities specifically dealing with

procuring, developing, compensating and maintaining an efficient work force.

These functions are also known as service functions.

Procurement Function;Development function;Compensating function; Integrating function;Maintenance function.Managerial Functions:

Planning: Is a predetermined course of action. Planning is a hard job, for itinvolves the ability to think, to predict, to analyze and to control the actions

of its personnel and to cope with a complex, dynamic fluid environment.

They bridge the gap from where we are to where we want to go. The two

important features of planning are research and forecasting. The task of

forecasting personnel needs in relation to changes in production or seasonal

variations and the leveling out of differences in the production extremely

important, both for employees and for management. Therefore, planning and

decision making has to be undertaken much in advance of an action so that


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unforeseen or anticipated problems and events may be properly handled.

This as also stressed by the saying: Good managers make things happen.

Organizing: An Organization is a means to an end. It is essential to carryout the determined course of action. Complex relationships exist between the

specialized departments and the general departments as many top managers

are seeking the advice of personnel manager. Thus, Organization establishes

relationship among the employees so that they can collectively contribute to

the attainment of company goals.

Directing: Direction is an important managerial function in building soundindustrial relations besides securing employee contributions. Co-ordination

deals with the task of blending efforts in order to ensure successful

attainment of an objective. The personnel manager has to coordinate various

managers at different levels as far as personnel functions are concerned.

Personnel management function should also be coordinated with other

functions of management like management of money, machine, and material.

Controlling: Controlling involves checking, verifying and comparing of theactualize with the standards, identification of deviations if any and correcting

of identified deviations. Thus, action and operation are adjusted to

predetermined plans and standards through control.

Fig. 3: Functions of Personnel Office/ Personnel Management.


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Functions of Personnel Office

Managerial Functions Operative Functions

Planning Organizing Directing Controlling

Employment HRD Compensation Human Relations, Placement.

H R P; Performance- Job Evaluation; Motivation;

Recruitment; Appraisal; Wage & Salary Morale;

Selection; Training; Quality- Circles. Orgn.Change & Dev.

Induction; Mgmt. Dev. Fringe Benefits. Career

Planning

Operative Functions:

The operative functions of human Resource Management are related to

specific activities of personnel management e.g. employment, development,


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compensation & Relations. All these functions are interacted by managerial

functions.

Employment: Employment is concerned with securing and employing thepeople possessing required kind and level of human resources necessary to

achieve the organizational objectives. It covers the functions such as job

analysis, human resource planning, recruitment, selection, placement,

induction and internal mobility.

Human Resource Development: It is the process of improving, moldingand changing the skills, knowledge, creative ability, aptitude, attitude,

values, commitment etc. based on present and future job and organizational

requirements. This function includes Performance Appraisal, Training,

Management Development, Career Planning and Development, Internal

Mobility (Promotion, Demotion), Organizational Development.

Compensation: It is the process of providing adequate, equitable and fairremuneration to the employees. It includes job evaluation, wage and salary

administration, incentives, bonus, fringe benefits, social security measures

etc.

Human Relations: Practicing various human resource policies andprogrammes Loire employment, development and compensation and

interaction among employees create a sense of relationship between the

individual worker and management, among workers and trade unions and


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management. It is the process of interaction among human beings. Human

relations is an area of management in integrating people in to work situation

in a way that motivates them to work together productively, cooperatively

and with economic, psychological and social satisfaction.


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1.8 Human Resource Management Environment

HR manager cant perform his job in a vacuum as a number of environmental

factors affect the HRM. In fact, these factors influence the Organization through

human resources.

Environment (with special reference to Human Resource Management):

means the totality of all factors, which influence both the Organization and

HRM sub system.

Fig. 4: Environmental Scanning of HRM

Technological

Marketing

Government & Legal Customers

Orgn. Politics Production

Political Trade Unions

Finance Orgn. Structure

Economic Social & Religious

HRM


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The environment furnishes the macro context and the Organization is the micro

unit. The external environment is comprised of those factors, which affect an

organizations human resources from outside the Organization. Important

among them are:

Economic; Social; Political; Governmental; Legal; Technological; Manpower in the country; Tradition and culture; Customers; Other organizations; Trade Unions in other organizations.1.8.1 Internal Environment:

The internal environment also affects the job of a personnel manager. The

internal environmental factors include Organization objectives, policies,

organizational structure, and the functional areas of the Organization with

which the personnel manager works continuously like finance, marketing and


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production. Impact of internal environment factors is profound as they

frequently and closely interact with HRM function in an Organization.

1.8.2 External Environment:

The influence of external environment on HRM is also equally important,

though the severity is comparatively less. People are essentially self-managing.

In other words, while people manage other resources, themselves manage

personnel. People themselves decide about the nature, time, and place of their

employment. And people react to the changing conditions and to the techniques

of management unlike money, material and machine. The changes includes in

the external environment are:

Technological obsolescence; Cultural and social changes; Changes in the policies of govt.; Politics and the like.

With the result, the work environment changes thereby affecting their

productivity level.

Considering the complexities and the challenges in the HRM now and in near

future management has to develop sophisticated techniques and efficient

specialists to among the personnel on sound lines


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1.9 Functional Areas/ Scope of Human Resource Management

1. Organizational planning, development and task specification;2. Staffing and Employment;3. Training and Development;4. Compensation, Wage and Salary administration;5. Motivation and Incentives;6. Employee services and Benefits;7. Employee records;8. Labor and Industrial Relations;9. Personnel Research and Personnel Audit.1.10 Role of HR Practitioner

The coordination and integration of activities in an organization just not happen,

it has to be worked out. People tend to head off in different directions- to go

their own sweet way. They will jot necessarily cooperate with one another.

Thus, to begin with, the HR manager should have three main objectives in

mind:

1. To gain the commitment and cooperation of all the members in his workgroup;

2. To get the group into action to achieve agreed objectives;3. To make the best use of the skills, energies and talents of all the

members.


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In the modern era, the personnel manager typically performs a variety of the

roles, such as a role of a conscience, of a counselor, a mediator, a company

spokesman, a problem solver and a change agent. He performs many roles as

per needs of the situation. Such as:

I. The conscience role is that of humanitarian who reminds themanagement of its moral and ethical obligations to its employees;

II. The personnel manager plays the role of a counselor to whom theemployees frequently go for consultation and with whom they

discuss their marital, health, mental, physical and career problems;

III. As a mediator, he plays the role of a peacemaker, offering to settlethe disputes that may arise among individuals or groups. He acts a

liaison and communicating link between an individual and a group

and between labour and management;

IV. The personnel a manger has always been a frequent spokesman foror representative of the company because he has a better overall

picture of his companys operation, since he deals intimately with

many key organizational activities and functions;

V. The personnel manager also acts as a problem solver with respect tothe issues that involves human resources management and overall

long range organizational planning;


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VI. He works as a change agent within the organization because he isbest suited to introduce and implement major institutional changes.

He takes initiative for installing organizational development

programmes and convinces the top management of their need. It is

he who alerts the top management regarding managerial

obsolescence in his organization;

VII. The personnel manager plays many other roles as well. Any matterwhich need someones attention and which no body wants to deal

with is, often handled by the personnel department. Such activities

may be peripheral but important and crucial to the efficient and

effective operation of an organization.

It has been now fully recognized that the basic role of the personnel manager if

the management of the manpower resources. Such management is

concerned with leadership both in-group and individual relationship, and

labour management relations. It effectively describes the process of planning,

and directing the application, development and utilization is now considered as

one of the four main functions, viz. finance, production, marketing, and human

relations.

The ideal personnel manager is not a decision maker but a counselor not

collector of responsibilities but an advisor to help the management make


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more reliable personnel decisions. In any organization it is these line man

who determine the personnel climate for the entire organization. If the

personnel man can meet the challenge of staff role he would make the

effective contribution to industry.

Personnel Role Welfare Role Administrative

Role

Fire Fighting/Legal

Role

Advisory:

advising

management on

effective use of

human resources

Research in

personnel and

organizational

problems

Time keeping Grievance handling

Manpower

planning:

Recruitment,

selection etc.

Managing

services-

canteens,

transport etc.

Salary and wage

administration

Settlement of

disputes

Training and

development of

line man

Group

dynamics:

group

counseling,

motivation,

leadership,

Human engineering:

man machine

relationship

Handling

disciplinary actions


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communication

etc.

Measurement and

assessment of

individual and

group behavior

- - Collective

bargaining

- - - Joint consultation

Table 2


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1.11Evaluating HR Function

Organizations can promote human excellence by offering a potential site for the

flowering most forms of human excellence. Within an organization, if there is

meritocracy, people compete for promotion and other rewards on the basis of

good work rather than on the basis of pull. Recognition and rewards for

creative ideas, discoveries, inventions, innovations etc. promote creative

excellence. The human resource development movement in industry is aimed at

facilitating organizationally useful individual growth and development. The

more an organization promotes individual or team excellence, the more the

organization itself is likely to excel because the work of any organization is

dependent on the work of its individual members and employee groups.

The human factor across all organizations comprises three basic elements:

1. The people themselves who work in the organization; the skills andcapabilities they possess and their attitude towards the company;

2. The management style prevalent in the organization, which usuallystems from the top. The style may be aggressive, authoritarian,

democratic or laissez faire and each type has a different impact on

the way people work as individuals or in groups;


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3. The organizational climate i.e. the work atmosphere in thecompany, as determined by the degree of interpersonal

cooperation, the types of conflict resolution, the amount of

trustworthiness, the prevalent organizational politics etc.;

The quality of HRM practices prevalent in a particular organization can be rated

by scrutinizing the following factors:

1.11.1Organization Climate:

1. Do people feel they are giving enough responsibility?2. Do people know what is expected of them in the shape of objectives and

standards of performance?

3. Do people see themselves being fairly rewarded for their work and feelthat promotion policies are fair?

4. Do the employees feel that they belong to a worthwhile company and arevaluable members of working teams?

5. Is there adequate feedback to people on their performance, whether it isgood, bad or indifferent?

6. Is there sufficient to challenge in their jobs?7. Are people given enough support by their managers or supervisors in the

shape of guidance or help?


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Type of Management Style:

1. Does it tend to be Autocratic?2. Does it tend to be Task centered or people centered?3. Do managers tend to be distant or cold or approachable and friendly?4. Do managers tend to be hard or soft on people?5. Thus, an amalgamation of all the factors throws some light as an indicator

of the quality of HRM practiced in an organization.


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PERSONNEL POLICIES

The dictionary meaning of policy is a planned action and that plan is a

policy. Policy making and planning are, therefore, synonymous. A policy,

says Flippo, is a man made rule of pre-determined course of action that is

established to guide the performance of work toward the organization

objective it is a type of standing plan that serves to guide subordinates in the

execution of their tasks. According to Calhoon, personnel polices constitute

guides to action. They furnish the general standards or base on which

decisions are reached. Their genesis lies in an organizations values,

philosophy, concepts and principles. Policies are statements of the

organization over all purpose and its objective in the various areas with

which its operation are concerned personnel finance production marketing

and so on.


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AIMS AND OBJECTIVE OF PERSONNEL POLICIES

The aims of personnel policies should be/are:

1. To enable an organization to fulfill or carry out the main objective whichhave been laid down as the desirable minima of general employment

policy;

2. To ensure that its employees are informed of these items of policy and tosecure their cooperation for their attainment;

3. To provide such condition of employment and produces as will enable allthe employees to develop a sincere sense of unity with the enterprise and

to carry out their duties in the most willing and effective manner;

4. To provide an adequate, competent and trained personnel for all levelsand types of management; and motivated them;

5. To protect the common interest of all the parties and recognize the role oftrade union in the organization.

6. To provide for a consultative participation by employee in themanagement of an organization and the framing of condition for this

participation, which, however shall not take place in technical, financial

or trading policy;


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7. To provide an efficient consultative service which aims at creating mutualfaith among those who work in the enterprise;

By developing management leadership which aims is bold andimaginative and guide by moral values;

By effectively delegating the human relation aspects of personnelfunction of line managers by enforcing discipline on the basis of

cooperative understanding and humane application of rules and

regulation; and

By providing for a happy relationship at all levels

. 8. To establish the conditions for mutual confidence and avoid confusion

misunderstanding between the management and the workers, by developing

suggestion plans, joint management councils, work committees, etc., and by

performance appraisal discussion;

9.To provide security of employment to workers so that may not be

distracted by the uncertainties of their future;

10. To provide an opportunity for growth within the organization to person

who are willing to learn and undergo training to improve their future

prospects.


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11. To provide for the payment of fair an adequate wages and salary to the

workers so that their healthy cooperation may be ensure for efficient

working of the undertaking;

12. To recognize the work and accomplishment of the employees by offering

non-monetary incentives rewards;

13. To create a sense of responsibility on the part of those in authority, for

the claims of employees as human being, who should be guaranteed

protection of their fundamental rights and offered enough scope for

developing their potential.

ESSENTIAL CHARACTERSTICS OF A SOUND PERSONNEL POLICY

The main features of a good personnel policy are:

1. The statement of any policy should be definite, positive, clear and easilyunderstood by anyone in the organization so that what it proposes to achieve

is evident.

2. It should be written in order to preserve it against loss to stimulate carefulconsideration before its formulation and to prevent the promulgation of

numerous, differing and temporary oral policies from multiple sources.


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3. It must be reasonably stable but not rigid, i.e., it should be periodicallyrevised, evaluated, assessed and revised and should, therefore, be in tune

with the challenge of changes in the environment and should have built in

resilience for adjustment from time to time.

4. It must be supplementary to the over-all policy of an organization, for ifdepartmental policy were made such as to come into conflict and violet the

company policy, it would be tantamount to insubordination. Peter drucker

has observed: the policies of an enterprise have to be balanced with the kind

of reputation an enterprise wants to build up with special reference to the

social and human needs, objectives and value.

5. It should be indicate that the management knows that workers prefer to dealwith the management on an individual basis.

6. It should recognize the desire of many workers for recognition as groups inmany of their relationships.

7. It should be formulated with due regard for the interests of all the concernedparties-the employers, the employees and the public community.

8. It should be the result of a careful analysis of al the available facts.9. It must provide a two-way communication system between the management

and the employees so that the latter are kept informed of the latest

developments. In the organization and the employers are aware of the action

and reaction of employees on particular issues.


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10.It should be consistent with public policy, i.e., with the spirit rather than theletter of the law, so that the intensions and settled course of an organization

are appreciated in terms of public opinion from the standpoint of national,

economic and social justice for the employees and for the community at

large.

11.All interested parties should generally know it.12.It must have not only the support of the management but also the co-

operation of employees at the shop floor level and in the office.

13.Before evolving such a policy, trade unions should be consulted in14.Matters of industrial relations; and the role of trade unions should be

restricted only to this area.

15.It should be progressive and enlightened, and must be consistent withprofessional practice and philosophy.

16.It must make a measurable impact, which can be evaluate and qualified forthe guidance of all concerned, especially in the field of the three Rs of

personnel management viz., recruitment, retainment and retirement.

17.It should be uniform throughout the organization, though, in the light of localconditions, slight variation may be permitted in specific policies relating to

staffing compensation, benefits and services.


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18.It should have a sound base in appropriate theory and should be translableinto practices, terms and peculiarities of every department of an enterprise.

19.Except in rare cases, policies should not prescribed detailed procedures.


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RESEARCH METHODOLOGY

RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may

be understood as a science of studying how research is done. and it to study the various steps

that are generally adopted by a researcher in studying his research problem it is necessary for

the researcher to design the methodology form the problem as a method differ from problem-

problem.

RESEARCH PROCESS

Before embarking on the detail of research methodology and the techniques it seems

appropriate to present the brief overview of the research process. Research process consists of

series of action or steps necessary to effectively carried out the research and the desired

sequencing of these steps one should remember that the desired sequencing of these steps.

any specific order and researcher have to be constantly anticipating at each steps in the

research process however the following order concerning various steps provide a useful

procedural guideline regarding the research process.


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PURPOSE OF THE STUDY

The significance of this project is to give the understanding of how companys ER

department tries to improve their productivity, good working conditions, proper training and

motivation, reduce cycle time, reduce production cost etc.

In HT behavioral as well as technical both trainings are given to the workforce. The project

focuses on how different methods, techniques and policies adopted by the management to

identify training needs of workforce and to provide them proper training according to need

identified. It will help you to understand how organization provides training time to time and

provide chance to workmen to update him/her and to provide benefit to both him/her and

organization.


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RESEARCH OBJECTIVE OF THE STUDY

The objective for this project is to undertake a study, the Role of HR Manager in HT To Study How HR Department is Important for the Company To study how Training and Development , Recruitment and Selection process are

performed in the Company


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RESEARCH METHODOLOGY OF THE STUDY

Methodology may be a description of process or may be expanded to include a

philosophically coherent collection of theories, concept or ideas as they relate to a particular

discipline or field of inquiry. This project requires a detailed understanding of the concept

hr management. Therefore , firstly we need to have a clear idea of, what is TRAINING &

DEVELOPMENT , how it is applied in HT and what are the different ways in which HR

Management provided to the employees in the organization etc.

RESEARCH DESIGN

Research design is a conceptual structure within which research is conducted; it is basically

the blue print for a collection of data, measurement and analysis of data . A research design

is the arrangement of conditions for collection and analysis of data in manner that aims to

combine relevance to research purpose with economy in procedure.

My research design is of descriptive type. A descriptive research includes survey fact

finding and enquiries of different kinds with a major purpose of description of affairs as it

exist in present.

DATA COLLECTION TECHNIQUES

Data collection.

The task of data collection begins after research problem has been defined and research

design/ plan chalked out while deciding about the data collection to be used for studying two

types of data is used. I have used primary and secondary data for which a comprehensive

questionnaire was prepared and was got filled up by the employee of the organization


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Primary data: Are those which are collected fresh and for first time and thus happen to be

original in character . as:-

Questionnaires: A formal list of the questions answered by the employee ofHT and

later analysis the responses. We have used structured questionnaire as a formal list of

question produces more reliable results.

Direct personal: personal interview is versatile and flexible.

Interview: Direct face to face conversation help in getting accurate data.

Secondary data: On the other hand are those which have already been collected by some one

else and which have been already passed on.

the method of collecting primary and secondary data differs since primary data are to

be originally collected while in case in secondary data the nature of data collections works is

merely that of compilation. As:

Internet

Books

Journal

Manuals

Annual reports

SAMPLE DESIGN

A sampling design is a definite plan for obtaining a sample for a given population. It refers to

the techniques and procedure the researcher would adopt in selecting items for sample design

is determined before data is collected. The sample size should also be ascertained before

starting the research program.

I have choosen a sample size of the 20 employee.


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CONCERNED WITH THE TOPIC: TRAINING & DEVELOPMENT

What is Training and Development:-

Training is a short term process utilizing a systematic and organized procedure by which non

managerial person acquires technical knowledge and skill for a definite purpose. It refers to

instruction in technical and mechanical operation like operation of some machines. It is

designed prima MSP for non managers, short duration and specific job related purposes.

NEED FOR TRAINING:

Every organization or established should provide training to all employees irrespective of

their qualification, skill, suitability for the job etc. Thus, no organization can choose whether

or not to train employees.

Training is not something that is done once to new employees; it is used continuously in

every well run establishment. Further, technological changes, automation, require up-dating

the skills and knowledge. As such an organisation has to retrain the old employees.

An employees specification may not exactly suit to the requirements of the job and the

organisation irrespective of his past experience, qualification, skills, knowledge etc. Thus

every management finds deviations between employees present specifications and the job

requirements and organizational needs.

The primary goal or most of the organisations is their viability is continuously influenced by

environmental pressure. If the organisation desires to adapt these changes, first it has to train

the employees to impart specific skills and knowledge in order to enable them to contribute to

the organisational efficiency and to cope with the changing environment.


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Every organization in order to survive and to be effective should adopt the latest technology,

i.e. mechanization, computerization and automation. Adoption of latest technological means

and methods will not be complete until they are manned by employees possessing skill to

operate them. So, organisation should train the employees to enrich them in the areas of

changing technical skills and knowledge from time to time.

This creates the complex problems of co-ordination and integration and integration of

activities adaptable for and adaptable to the expanding and diversifying situations. This

situation calls for training in the skills of co-ordination, integration and adaptability to the

requirements of growth, diversification and expansion. Companies constantly search for

opportunities to improve organisational effectiveness.

Trends in approach towards personnel management has changed from the commodity

approach to partnership approach, crossing the human relations approach. So training in

human relations is necessary to deal with human problems and to maintain human relations.

Training is also necessary when the existing employee is promoted to the higher level in the

organisation and when there is some new job or occupation due to transfer, techniques or

technology.

The need for training also arises to:

o Increase productivity.o Improve quality of the product/service.o Help a company to fulfils it future personnel needs.o Improve organisational climate.o Improve health and safety.o Prevent obsolescence.


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o Effect the personal growth.o Minimize the resistance to change.

The factors discussed above are mostly external factors and they are beyond the personnel

managers control. These factors often determine the success of training objectives as shown.

Factors Purposes

Technological Advance Improved Productivity

Organisational Complexity Prevention of Obsolescence

Job Requirements Preparation for Higher Level Jobs

Human Relations Top Management Support

Learning Principles Improved Morale


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TRAINING AND DEVELOPMENT DISTINCTION

LEARNING

DIMENSION

TRAININGDEVELOPMENT

WHO Non-managers managers

WHAT Technical-mechanical

operation

Theoretical conceptual

ideas

WHY Specific job related

information

General knowledge

WHEN Short term Long run

Training is a continuous systematic development among all levels of employees of that

knowledge and their skills and attitude which contribute to their welfare and their company.

Manager development concerns the mean by which person cultivate those skills which

application will improve the efficiency and effectiveness with which the anticipated result of

the particular organizational segment are achieved.

Training is an organised procedure by which learning of knowledge or skill for definite

purpose.

Development is a systematic process of training and growth by which an individual gain or

apply knowledge skill etc. in short development brings about a change in personality also.


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THE TRAINING PROCESS

Important steps in a typical training process:

ORGANISATIONAL

OBJECTIVE

ASSESSMENT OFTRAINING NEEDS

ESTABLISHMENT OF

TRAINING GOALS

DEVISING OF TRAINING

PROGRAMME

IMPLEMENTATION OF

TRAINING PROGRAMME

EVALUATION OFRESULT


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EVALUATION OF TRAINING PROGRAM:

The specification of values forms a basis for evaluation. The basis of evaluation and the mode

of collection of information necessary for evaluation should be determined at the planning

stage. The process of training evaluation has been defined as any attempt to obtain

information of the effects of training performance, and to assess the value of training in the

light of that information. Evaluation leads to controlling and correcting the training

programme. Hamblin suggested five levels at which evaluation of training can take place, via

reactions, learning, job behavior, organization and ultimate value.

I. Reaction: Training programme is evaluated on the basis of trainees reactions tothe usefulness of coverage of the matter, depth of the course content, method of

presentation, teaching methods etc.

II. Learning: Training programme, trainers ability and trainee ability are evaluatedon the basis of quantity of content learned and time in which it is learned and

learners ability to use or apply, the content he learned.

III. Job Behaviour: This evaluation includes the manner and extent to which thetrainee has applied his learning to his job.

IV. Organisation: This evaluation measures the use of training, learning and changein the job behavior of the department/organisation in the form of increased

productivity, quality, morale, sales turnover and the like.

V. Ultimate Value : It is the measurement of ultimate result of the contributions ofthe training programme to the Company goals like survival, growth, profitability etc.,

and to the individual goals like development of personality and social goals like

maxmising social benefit.


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Essential Ingredients for a Successful Evaluation:

There are three essential ingredients in a successful evaluation. They are:

(a) Support throughout the evaluation process. Support items are human resources,time, finance, equipment and availability of data source, records etc.

(b) Existence of open communication channels among top management, participantsand those involved in providing data etc.

(c) Existence of sound management process.

Bases of Evaluation:

Training programme can be evaluated on the basis of various factors like production factor,

general observation, human resource factor, performance, tests, cost-value relationship etc.

Production Factors: In operative training, the prime measure of worth is that of productivity.

Productivity rates covering both quantity and quality are good indicators of the values of

training. In most business situations these rates will have to be obtained before and after

training. In an experimental situation, a control group that does not receive training could be

compared with the one that does in order to ascertain the effect of training. Management will

generally look first at production and wastage rates to determine the worth of operative

training. The other production factors are decrease in unit time and unit cost of production

and reduction in space or machine requirements.

General Observations: General observation should not be overlooked as a means of training

evaluation. The immediate supervisor is often a good judge of the skill level of his


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subordinates. For on-the-job training programmes, the supervisor is, in effect, the judged of

his or her own efforts. If the supervisor is treated as a part of the professional management of

the organisation and is properly selected and trained, this self-analysis and appraisal can be

quite accurate and objective. The efficient supervisor observes accurately the level of skill

and knowledge acquired by the trainee during the training programme. Me also observe how

effectively the trainees apply the acquired skill and knowledge to the present and future jobs.

Human resource Factor: Training programme can also be evaluated on the basis of

employee satisfaction, which in turn can be viewed on the basis of:

(a) Decrease in employee turnover.(b) Decrease in absenteeism.(c) Decrease in number and severity of accidents.

(d) Betterment of employee morale.(e) Decrease in grievance and disciplinary cases.(f) Reduction in time to earn piece rates.(g) Decrease in number of discharges or dismissals.

Performance Tests:In the immediate sense, the specific source of training can be evaluated

in terms of written and performance tests. The test is supported by a sample of what the

trainee knows or can do. Successful accomplishment of the tests would indicate successful

training. But the true test is whether or not what has been learned in training is successfully

transferred and applied to the job. It is dangerous to rely upon tests alone to demonstrate the


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true value of training. Performance appraisal on the job before and after training may be

supplemented to the tests.

Cost-Value Relationship:Cost factor in training should be taken into consideration in

evaluating the training effectiveness. Cost of various techniques of training and their value in

the form of reduced learning time, improved learning and higher performance can be taken

into account. Cost of training includes cost of employing trainers, and trainees, providing the

means to learn, maintenance and running of training centers, wastage, low level of

production, opportunity cost of trainers and trainees etc. The value of the training includes

increased value of human resources of both the trainee and trainer and their contribution to

raise production, reduce wastage, breakage, minimization of time requirement etc.

Cost-value relationship of a training programme or a training technique is helpful in:

a. Determining the priorities for training (for present and potential managers, agestructure of the trainees etc.).

b. Matching the employee and job through training.c. Determining the work of management sacrifices (like time taken by training

programme, non-availability of staff for production during training period etc.).

d. Choosing the right training method.e. And one of the possible combinations of the methods of training evaluation listed

below can be used by an organisation for evaluation depending upon the need and

convenience.

The various methods of training evaluation are:

I. Immediate assessment of trainees reaction to the programme.II. Trainees observation during training programme.


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III. Knowing trainees expectations before the training programme and collectiontheir views regarding the attainment of the expectations after training.

IV. Seeking opinion of trainees superior regarding his/her job performance andbehaviour before and after training.

V. Evaluation of trainees skill level before and after training programme. VI. Measurement of improvement in trainees on the job behavior.

VII. Examination of testing system before and after sometime of the trainingprogramme.

VIII. Measurement of trainees attitudes after training programme.IX. Cost-benefit analysis of the training programme.X. Seeking opinion of trainees colleagues regarding his/her job performance and

behavior.

XI. Measurement of levels in absenteeism, turnover, wastage/scrap, accidents,breakage of the machinery during pre and post period of the training

programme.

XII. Seeking opinions of trainees subordinates regarding his/her job performanceand behaviour.

Feedback: Training evaluation information should be provided to the trainer and/ or

instructors, trainees and all other parties concerned for control, correction and improvement

of trainees activities. Further the training evaluator should follow it up to ensure

implementation of the evaluation reported every stage. Feedback information can be collected

on the basis of questionnaire or through interview. Model questionnaire for feedback

information regarding the programme of the Training.


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PHASES IN TRAINING PROGRAMS

VARIOUS PHASES OF TRAINING PROGRAM THROUGH WHICH A

TRAINING IN THE ORGNISATION PASSES.

FIRST PHASE - TRAINING ASSESMENT

1. TRAINING NEEDS: First identify the weakness in selling skill by management &

survey

of sales representatives and customer.

2. WHO SHOULD BE TRAINED: First identify the weakness in selling skill by

management and survey of sales representatives and customer recruits, existing salesforce, refresher course, independent representative dealers distributors, users.

3. HOW MUCH TRAINING IS NEEDED: half day, 2-3 days, 6 months, continual.

SECOND PHASEPROGRAMS DESIGNING

1. WHO SHOULD IMPART THE TRAINING: Line personal, Staff - trainers, Outsidespecialist.

2. WHEN SHOULD TRAINING TAKE PLACE: After field experience, Push them ofthe dock (delayed) continual .

3. WHERE SHOULD TRAINING BE DONE: centralized, decentralized field salesoffice, senior sales people, on the job training, local sales school, local sales seminar or clinic.

4. CONTENT OF TRAINING: attitude towards selling, company knowledge, andapplication, knowledge of competitive products, knowledge of customers.

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